CONSTRUCTION SERVICES
BUSINESS PLAN
2008-2011
A fresh approach to people, homes and communities
Berneslai Homes Limited is a company controlled by Barnsley Metropolitan Borough Council.
A company limited by guarantee, registered in England and Wales, number 4548803.
Registered Office: Springfield House, Springfield Street, Barnsley, S70 6HH. www.berneslaihomes.co.uk
Contents
Page Number
1.
Executive Summary
3
2.
Introduction and Context
4
2.1
2.2
2.3
2.4
2.5
Core Purpose and Objectives
Company Values
Who are we?
Contribution to Corporate aims and objectives
Impact on the Local Economy
3.
Service Analysis
3.1
3.2
3.3
3.4
Swot Analysis
Pest Analysis
Key Actions
Performance Management
4.
Risk Management
18
5.
Delivering Excellence in Construction
19
5.1
5.2
5.3
5.4
5.5
Responsive Repairs.
Planned Maintenance/Servicing
Decent Homes
Manufacturing
Quality Initiatives
6.
Procurement of other goods and services
22
7.
Financial Plan
23
8.
IT Strategy
26
9.
Communication and Marketing
28
10
Organisational Development & Human Resources Strategy
32
10.1
Human Resource Plan
11.
Aspirations
13
36
Appendix 1 Construction Services Service Plan
Appendix 2 Construction Services Risk Register
-2-
37
42
1. EXECUTIVE SUMMARY
This is the second Business Plan produced by Construction Services and
builds on the first plan developed in 2006.
Since the transfer of the staff from the Council in 2005 Construction Services
have gone through a number of transformational changes. The biggest
operational change was the closure of the old depots and the opening of the
Carlton Depot in December 2007 bringing all of Construction Services staff
onto one site. The move coincided with the restructure of the organisation in
order to meet the future needs of the service.
Another major change within the organisation was the transfer of staff
employed by Barnsley Council to deliver the purchasing and stores service for
Construction Services into Berneslai Homes. Although thirteen staff were
transferred no management were transferred so another restructure was
required to ensure that the section were in a position to deliver the service that
was required to make the operational delivery effective and efficient
The aim of Construction Services is to work in Partnership to improve the
repairs and planned maintenance service for the tenants of Barnsley and to
retain the existing workload whilst expanding on Capital works programmes.
The ultimate goal is to become the best deliverer of frontline services in the
country.
There will be a new challenge in 2009 when the current Housing Stock
Maintenance Arrangement is due to be reviewed with a new arrangement to
commence in the November.
A key strategy will be to target new sources of income to compensate for the
reduction in the Housing stock and the completion of the Decent Homes
Programme in Barnsley. In particular we will explore the possibilities of
carrying out Decent Homes work for other Public Sectors, Local Authorities or
Contractors engaged by other authorities. We will be proactive in seeking
work that we know that we can successfully deliver such as refurbishment,
repairs and maintenance. It is also our intention to develop new services that
can be sold directly to tenants and other Barnsley residents.
We will need to continually review our strategy in line with our cost base, our
Human Resource Plan, changes in the wider economy and the construction
industry.
Significant progress has been made in delivering the Key Actions for 2006/07
that were detailed in the 2006-2010 Business Plan
The Delivery Plan has been developed in partnership with customers, key
stakeholders and staff.
Any comments on this document are welcome
throughout the year by contacting Gary Williams, Construction Services
Manager, Berneslai Homes, Carlton Depot, Unit 2, Carlton Industrial Estate,
Industry Rd, Carlton, Barnsley, S71 6HH. Telephone 01226 773742
-3–
2. INTRODUCTION AND CONTEXT
Construction Services are the former employees of the Building Works
Department of Barnsley MBC who were engaged on Housing Maintenance
and who were transferred on 28 March 2005 into Berneslai Homes.
Construction Services employ over 300 people and has a turnover of over
£20m per year. It provides a comprehensive service for all trades for the
repairs and maintenance of two thirds of the Council Housing Stock. Our work
includes general Repairs, Planned Maintenance, Void work, Improvements,
Decent Homes Projects and Equipment and Adaptations.
Construction Services covers a variety of trades and our Operations Division
includes Plumbing, Bricklaying, Plastering, Joinery, Glazing, Asbestos
Surveys, Roofing, Drainage, Painting and Decorating.
Our Services Division consists of Electricians, Heating Engineers and Gas
Engineers.
The Division are members of the Council for Registered Gas Installers and the
National Inspection Council for Electrical Installations.
The Manufacturing Unit includes the manufacture and fixing of upvc windows,
doors, frames, fascias and soffits, bespoke joinery and seamless guttering.
The frontline staff are supported by a Management and Technical Team that
have a vast experience and knowledge in estimating, surveying and
management of repairs, planned maintenance and capital works schemes.
We have a commitment to the employment training, development of
apprentices and to encouraging women into a predominantly male
construction industry.
Construction Services are now an integral part of the Asset, Regeneration and
Construction Services Directorate within Berneslai Homes.
We operate an Emergency Call Out service that operates outside of normal
working hours making us available 24 hours a day 365 days a year.
Construction Services are a major resource within Berneslai Homes and the
Council’s Emergency Plan and its Managers are nominated as designated
officers.
The department is currently carrying out repairs to two thirds of the Council
Housing Stock with the other third being maintained by our partner Inspace.
We are working very closely with our partner on sharing best practice and
continuing to drive improvements in service delivery.
-4-
This Business Plan is as a part of the Berneslai Homes delivery plan. It is
intended to be a ‘live’ document that enables services to creatively address
service implementation in line with: 
Defined priorities and targets.

Available resources in terms of revenue, capital assets and workforce
planning.

Performance management requirement.
The purpose of the plan is to: 
Outline the core purpose and activities of the service.

Demonstrate how the activities contribute to the strategic goals of
Berneslai Homes.

Identify the resources required to provide the services.

Identify the means by which service performance will be measured.

Set out a 3 year plan for service delivery.

Identify the basis for monitoring and reporting the progress towards
achieving the stated aims and objectives and proposed action plan.

The preparation and updating of the plan will be the responsibility of the
Construction Services Manager with contributions from all staff and
stakeholders within the service.

An executive summary of the Business Plan will be issued to all of the
Management Team within this service.

Operational staff will have team briefs on relevant areas of the
business plan.
-5-
2.1 Core Purpose and Objectives
Core Purpose
A ‘Right First Time’, quality, timely service delivery for the tenants of Barnsley
Council, the customers of Berneslai Homes and future clients.
By providing the following services: 
Responsive repair and planned maintenance in partnership with
Inspace and Berneslai Homes.

Planned Maintenance and Servicing.

Capital Works

Decent Homes Standard Works.

Manufacturing (PVCu and Joinery).

Technical Support.
Objectives

To ensure that all services reflect the needs and aspirations of their
customers based on the model service.

To achieve efficient and effective service delivery through continuous
improvements.

To retain the two-thirds work of the Housing Stock Maintenance
Service within the Strategic Partnering arrangement.

To achieve upper quartile performance for all Key Performance
Indicators.

To retain 2 star service and contribute improvement to 3 star at the
next Audit Commission Inspection.

To increase turnover by expanding our customer base in order to
generate funds and re-invest in the core service.
●
To trade with a modest surplus and reinvest part of the surplus into
business improvement and efficiency.
-6-
2.2
Company Values
Our approach to achieving this is embedded in a series of organisational
values:-
Berneslai belongs to us all
Excellence in all we do
Respect all and reward effort
No-one should feel isolated
Empower each other
Strive to be excellent
Listen and Learn
Accept Responsibility
Investing in People is more than a label
Honest and Open Culture
Only together can we succeed
Make a positive difference every day
Everyone is treated with dignity
Spend our money wisely
2.3 Who We are
Construction Services became part of the Stock Maintenance Division on the
28th March 2005. The section has undergone two restructures since then and
now employs over 220 Craft Operatives and over 30 apprentices who deliver
Repairs and Maintenance to two thirds of the Councils Housing Stock.
Berneslai Homes are overseen by a Board of an independently appointed
Chair and 9 Directors, comprising 3 tenants, 3 council nominees and 3
independent members, the company manages HRA Council homes and other
housing assets. This will remain the core business of the company. However
as part of our diversification strategy we are expanding the range of services
provided including innovative work managing properties in the private sector
and developing schemes in partnership with the Council and RSLs which will
see Berneslai Homes using its expertise to manage RSL properties.
The implementation of the Board’s policies and the day to day running of
Berneslai Homes is delegated to the Chief Executive and the Senior
Management Team in line with the standing orders, financial regulations,
policies and terms of reference of the organisation.
-7–
This is demonstrated below.
BERNESLAI HOMES BOARD STRUCTURE
BOARD
CHAIR + 3/3/3
STRATEGIC
DIRECTION
AND POLICY
REVIEW &
PERFORMANCE
,MONITORING
VIEWS,
FEEDBACK,
INFORMATION
SHARING
Human
Resources
Committee
Customer
Services
Committee
Audit
Committee
CUSTOMER
PANEL
TARAS
IMPACT STEERING
GROUPS (DELEGATED
BUDGETS,
ESTATE WALKABOUTS)
SERVICE
USER
FORUMS
INDIVIDUAL
TENANTS AND
LEASEHOLDERS
Underpinning this structure is a tenant involvement and engagement
structure, where customer interaction takes place on varying levels, with a key
role being played by the Federation of Tenants and Residents Association.
In 2007/08 working with the Council we fully reviewed this structure, ensuring
longer term governance arrangements are streamline, efficient and fit for
purpose in respect of the challenges ahead.
The company has a system of internal controls which covers health and
safety, risk management, financial controls and governance. This is reported
upon annually by the Chief Executive and an assurance statement provided in
the Directors’ Annual Report and Accounts.
The company’s Memorandum and Articles of Association have been updated
to reflect the new governance arrangements and a new services agreement
for the next five years has been agreed with the Council.
Our scheme of delegations ensures the correct level of decision making takes
place at Board, sub-committee and executive level.
-8-
This overall management structure of the organisation is demonstrated below.
Chief Executive
Director of
Housing
Management
Director of Finance
(Company Secretary)
Director of Assets,
Regeneration and
Construction
Director of Business
and Customer Services
The Construction Services Manager reports directly to the Director of Assets,
Regeneration and Construction and is an integral member of the Berneslai
Homes Senior Management Team.
Construction Services restructured in 2007 in order to allow for the transfer of
the Purchasing and Stores function from the Council, to take into
consideration the move to one depot and to ensure that there was capacity
within the organisation to develop, grow and diversify the business.
The day to day operations and front line delivery is the responsibility of the
Senior Operations Manager. The Commercial Manager is responsible for the
technical and support staff and for developing the future business of the
section.
The Construction Services Manager, the Commercial Manager and the Senior
Operations Manager form the Senior management Team along with the
Manufacturing Manager and the Services Manager and they are responsible
for developing and implementing strategies for the future.
2.4 How do Construction Services contribute to the aims and
objectives of Berneslai Homes and Barnsley Council?
The Councils overall aim for Housing is to:
Ensure that everyone should have access to a home that is warm, dry and
affordable in a peaceful and secure environment.
In order to translate this mission into reality Berneslai Homes have set four
strategic objectives for the company. These are:




To deliver excellent Customer Services
To continue to deliver sustainable communities which are safe, healthy
and attractive neighbourhoods which are accessible to all
To actively contribute to and influence partnership working within
Barnsley and the sub-region
To be a successful well managed company
-9-
Construction Services will contribute towards Berneslai Homes achieving the
four strategic objectives as detailed below:
♦ To deliver excellent Customer Services
●
●
●
●
●









Increase performance to fall within minimum and maximum targets on
all 15 of the headline Housing Stock Maintenance (HSM) Key
Performance Indicators (KPI’s).
Improve publicity, branding and communication with customers.
Increase performance towards the targets set for non incentivised KPI’s.
By working within the 2007 Customer Excellence Strategy and working
closely with the Customer Services and Engagement Team.
By working within the Tenant Involvement and Engagement Framework
as outlined in the Berneslai Homes Business Plan 2008-2012.
By providing a professional, right first time service by appointment.
Working with Partners to increase efficiency and introduce best
practice.
By taking the diverse needs of the community into account when
delivering service
Continuous improvement against key performance targets.
Use of mobile technology.
Increasing the number of appointments
By completing jobs “right first time”.
Providing value for money
By providing a professional, right first time service by appointment.
 To continue to deliver sustainable communities which are safe,
healthy and attractive neighbourhoods which are accessible to all
●













Increase the provision of safe, warm affordable housing by:
completing Housing Repairs to two thirds of the stock.
Carrying out new heating installation programmes.
carrying out Gas Servicing to two thirds of the Council’s Housing Stock
and solid fuel servicing to the whole of the stock.
By manufacturing and fitting double glazed upvc windows.
By bringing homes up to the Decent Homes standard.
ensuring void properties are safe, secure and clean.
Improving recycling and waste management including the development
of targets and benchmarking.
Emergency Call-Out Service
Assisting with the Councils emergency plan.
Reducing the amount of time in void property.
Completing Equipment and Adaptation Works to the homes of people
with disabilities.
introducing vehicle tracking to the whole of the fleet.
carrying out asbestos surveys and removal.
♦To actively contribute to and influence partnership working within
Barnsley and the sub-region.
- 10 -






●
●
Operate fully within the Housing Stock Maintenance Partnership
Performance Payment Mechanism.
Increase partnership working on Decent Homes.
Increase procurement from procurement partnerships and frameworks.
Increase public/private partnership working with Inspace within the
HSM Partnership.
By employing people on good terms and conditions.
Using local suppliers where possible.
Developing partnerships with locally based sub-contractors
Increasing opportunities
♦To be a successful well managed company











Contribute to the HSM review and tender process.
Review and develop the supply chain including stores, sub-contractor
partnerships, supplies procurement and transport.
Explore business diversification.
Achieve financial objectives including making a modest surplus.
Modern Apprentices.
Mentoring arrangements for apprentices.
Supervisory training for existing staff.
Personal development plans for all employees.
By attaining IIP
Multi skilling where practically possible.
Improve workforce diversity.
- 11 -
2.5 Construction Services impact on the economy of the Metropolitan
Borough of Barnsley
Employees
Construction Services employ over 320 people of which the vast majority live
within the Barnsley area. We are the largest construction based employer in
the borough.
The budget for wages for the directly employed people for the financial year
2007/08 is in the region of £10,155,000.00
Therefore around £8,420,000.00 wages to people who live in Barnsley, who
are likely to spend a significant amount of their disposable income in Council
Tax, Council House rent, in local shops etc.
Sub-Contractors
Construction Services spends approximately £3 million per year with subcontractors.
Agency Labour
Throughout 2007/08 Construction Services employed an average of 6
temporary workers through labour agencies. The majority of these reside
within the Borough although it is our intention to keep agency labour at as low
a level as practically possible.
Suppliers
The budget for materials in 2008/09 is approximately £5.7 million.
Service Level Agreements
Construction Services currently pays approximately £400,000 to support
services from Barnsley Council. These include Audit, Supplier Payments, SAP
Control, Payroll, Employment Administration, ICT and Contracts &
Procurement.
These services are all provided through a series of Service Level Agreements
(SLA’s) in conjunction with the other divisions of Berneslai Homes and are
regularly reviewed in order to demonstrate value for money (VFM).
- 12 -
3. SERVICE ANALYSIS
There are a number of issues that will impact on future service delivery and in
order to plan for these events, we have carried out a SWOT (Strengths,
Weaknesses, Opportunities and Threats) and PEST (Political, Economic,
Socio -cultural and Technological) analysis. We have also undergone a Risk
Management exercise that will be included in the plan. The strategies and
action plans to develop improvements are linked to Performance Indicators,
Best Value Reviews, Satisfaction Surveys and the outcomes of the SWOT,
PEST and Risk Analysis.
3.1 Swot Analysis
Strengths
• All front-line staff are apprentice trained.
• Loyal, dedicated established experienced workforce.
• Excellent local knowledge.
• Good relationship with tenants.
• Clear indications of the available budgets/workload.
• Management structure developed to increase capacity and capability to
actively seek external work to counter act the reduction in internal workload
caused by the completion of the Decent Homes Programme.
• Working closely in Partnership with the Private Sector and sharing good
practice.
• Active member of APSE (Association for Public Sector Excellence)
• Active member of the Yorkshire and Humberside DLO Managers forum.
• Comprehensive system for tracking customer satisfaction and hi-lighting
required improvements.
• Commitment to introducing up to date technology
• Recognition of need for the organisation to diversify.
• Sustained Improvements made in the last two years.
• Ability to adapt and change as demonstrated by the introduction of mobile
technology.
- 13 -
Weaknesses
• Construction Services brand needs to be more clearly recognised and
marketed.
• Employees reluctant to change.
 Some support services provided from internal Council Departmentswhere it may be difficult to demonstrate value for money.
● Difficulty in recruitment to some senior positions.
Opportunities
• Decent Homes Programme throughout Yorkshire.
• Opportunity to expand the business in areas where there is a shortage of
market supply.
• Flexibility to trade and to provide additional services to tenants and Barnsley
residents.
• Potential additional funding for top performing ALMO’s.
• The review of support services in line with Best Value principles
gives opportunity to clarify service standards, costs and ensure that we
achieve value for money.
• Potential wider partnership working with Berneslai Homes existing
established partners.
Threats
 Outcome of Job Evaluation process in terms of recruitment, retention and
morale still to be fully analysed.
 Failure to continually improve performance
• Failure to ensure value for money through SLA’s (Service Level
Agreements).
• Unable to retain and recruit qualified Craft Workers due to buoyant
Construction Industry Economy.
• Reduction in the HRA (Housing Revenue Account) due to right to
buys.
• Staff fear of change.
• Inflationary pressures on budgets.
● Housing Stock Maintenance Review.
- 14 -
3.2 PEST Analysis
Political/Legal
Change in national Government
Change in political control of Council
Changes to capital and revenue
funding arrangements including
payment of grant v subsidy and
access to Social Housing Grant
Changes to the Decent Homes
Standard
Regional Housing Boards and subregional priorities
Changes in regulatory requirements
Freedoms and flexibilities for ALMOs
Economic
Inflation / interest rates
Ability to diversify
Building cost inflation due to
overheating of regional economy
Socio-cultural
Demographic changes leading to
shifts in demand for location and
types of property
Crime, Anti-social behaviour
Technological
Levels of expertise in ICT
Health and disability
Customer Expectations
Migration of workers
Rising house prices
Regeneration of Town Centre
East / West of Borough economic
divide
Lack of skilled, trained labour
Poverty and deprivation
Unemployment
Rising House prices.
Barnsley Connects including call
centre
Implementing e-Government
Mobile ICT/home working
Vehicle tracking.
3.3 Key Actions 2007 / 2008
The previous Business Plan set out Key Actions for 2007/2008 and a number
of these items have been successfully implemented. This includes:
● Obtaining CORGI Certification.
● Moving to a single depot.
● Full implementation of the SAP computer system, including new mobile
technology and vehicle tracking into Construction Services vehicles.
Obtaining CORGI Certification demonstrates to our stakeholders and potential
future customers that we have a comprehensive management system in place
that ensures that we operate in a safe, professional, efficient and effective
manner.
The move to a single depot in November 2007 meant that we could identify
duplication, reduce ongoing depot costs and change the way that work is
allocated from the Service Control Unit and how stores is provided now and in
the future.
- 15 -
Full implementation of the SAP computer system included the roll out of
mobile technology to which substantially reduced the amount of paperwork
being completed and passed around the system. This equates to a reduction
of 65,000 timesheets in any one year. Mobile technology also included the
installation of vehicle tracking to over 85% of our vehicles. The vehicle
tracking enables the Service Control Unit to identify which resource is best
placed to deliver the most effective solution and it also means that work can
be allocated in geographical areas thus reducing time and cost in travelling.
This will lead to a reduction in the use of fuel as well as less wear and tear on
the vehicles and it will also contribute to a greener Barnsley.
3.4 Key Actions 2008 / 2009

Review materials supply arrangements.

Develop new business and services.

Prepare and implement changes in the HSM payment mechanism from
April 2008.

Participate in the review of the HSM arrangement.

Prepare and implement an action plan for continuous improvement

Communicate the actions plan to staff.

Communicate the actions plan to customers.

Develop benchmarking with APSE and PSNET.

Enhance Quality Assurance standards for the UPVC Manufacturing Unit.

Review the pay and productivity scheme to craft workers.

Develop Operation Manuals that will document all systems and
procedures.

Implement Appraisal System for all staff linked to Key Performance
Indicators.

To develop partnerships for the manufacturing unit with other local
authorities/providers.

Develop the partnering culture throughout Construction Services.

Introduce Best Practice for the existing partnering arrangement.

Contribute to the company achievement of IIP (Investors in People).

Develop a strategy for expanding and diversifying the Services Section.
- 16 -
3.5 Performance Management
Performance management is central in ensuring the delivery of key business
and service priorities. A comprehensive and robust performance management
framework is in operation. The following targets for future years have not yet
been agreed with the Council. There are also a number of other indicators that
require agreement. This page will be amended once the targets have been
finalised.
Objectives and Targets
Service Delivery
Objective and
Performance Indicator
Average Job Cost
Average Void Cost
24 Hr Emergency
3 Days
7 Days
25 Days
Void turnaround time
Appointments made &
kept
Time for non-urgent work
Current
Performance
3rd Quarter
2007/2008
£93.86
£579.79
97.44%
97.24%
97.13%
93.38%
19.27 days
88.49%
Target Target Target
2007/08 2008/09 2009/10
£80.46
£750.00
99.50%
98.00%
98.00%
98.00%
11 days
97.00%
£76.44
£713.00
99.50%
98.00%
98.00%
98.00%
11 days
97.00%
£72.62
£677.00
99.50%
98.00%
98.00%
98.00%
11 days
97.00%
13.38days
10 days
10 days
10 days
Personnel
Objective and Performance
Indicator
% Employees receiving annual
appraisal
Staff turnover –Annual rate as
a% of full time equivalents
BME staff as a % of total
workforce
Number of women craftworkers
employed
Percentage of women in top 5%
of earners
% of workforce who are
multiskilled
The number of working days
per FTE lost due to sickness
absence
% of staff defining under the
DDA definition of disability
Trainee Intake
Current
Target Target Target
Performance 2008/09 2009/10 2010/11
77.40%
100%
100%
100%
No. of training days per
employee
8.60%
5%
4%
2%
0.31%
1%
1%
1%
2
5
7
9
0
0
0
1
35%
55%
75%
85%
18.84
13 days
12 days
11 days
1.23%
2%
2.5%
3.0%
5
5
8
10
4.3 days
5
5
5
4. RISK MANAGEMENT
Risk Management is the process of identification, analysis and control of
those risks that can impact on the organisations ability to deliver its priorities
and objectives. It is not only about protecting the health, safety and welfare of
Construction Services staff and customers, it is also about the protection of
our reputation in ensuring that we meet the service objectives that have been
set.
The purpose of risk management is not to remove all risk but to ensure that
risks are identified and their potential to cause loss is understood and
quantified. Based on this information, action can be taken to direct appropriate
levels of resource at controlling risk and minimising any potential loss.
The risk register and the management plan identifies the risk owner, the
method of control and timescales for action. Target residual risks were then
scored before the register was discussed with operational managers and then
all employees via the team briefing process. The involvement of staff at all
levels in understanding and controlling of risk is fundamental to our approach.
Risk Management in Construction Services is an integral part of Risk
Management in Berneslai Homes. The Board and the Chief Executive have
overall responsibility for the implementation of the risk management strategy
and they are supported by a risk management champion within the Senior
Management Team and a risk management panel.
The internal audit team, as part of their agreed programme of work, will
assess the performance of Berneslai Homes.
The main risks are identified on the Risk Analysis Sheet that is a working
document and used as a Performance Management tool. (see Appendix 2).
- 18 -
5 .DELIVERING EXCELLENCE IN CONSTRUCTION
The level of performance and targets for future years are included later on in
the Performance Management Section. The development of the Service
Control Unit has assisted in the improved performance of the organisation.
The Control Unit issue all of the work to the front line staff, including setting up
of appointments, through the mobile technology. The section also has access
to the vehicle tracking system and this allows the best use of resources and
increases efficiencies.
5.1 Responsive Repairs
Construction Services have made significant improvements since they were
transferred to the ALMO in March 2005. There is still a need to improve in all
areas and Construction Services have completed the second Management
Restructure to ensure roles and responsibilities are clear. The restructure will
form a strong foundation to target further improvements for the future.
5.2 Planned Maintenance and Servicing
The Key Performance Indicators for Planned Maintenance and Servicing
demonstrate a high level of Customer Satisfaction and work completed within
timescale. The introduction of a new working practices and better use of
technology has meant that performance on Gas Servicing has reached upper
quartile.
Gas Servicing for other RSL’s and Housing Associations as well as for private
homeowners is an area that we will look to develop from 2009 onwards. The
new Construction Services Business and Development Manager will be
carrying research into this area during 2008.
5.4 Decent Homes
Construction Services are now delivering two thirds of the Decent Homes
Programme from 2008to 2010.
We will continue to extend the skills that we have on Decent Homes type work
and refurbishments and we intend to market these skills and continue to grow
in this area over the next four years until the Decent Homes Programme is
complete in Yorkshire.
- 19 -
5.5 Manufacturing (PVCu & Joinery)
The window factory (Award Windows)have a known workload on Decent
Homes replacements for the next two years. The aim in the next twelve
months is to assess the long term future of the unit and develop a strategy for
the diversification or closure of the factory. The immediate objective is to
increase the share of the market for Award Windows but also to market and
develop the Joiners Shop. The shop is a first class facility but again it is under
utilised. There is market in the industry for bespoke joinery and this is another
area that can be developed by the Manufacturing Manager and the
Construction Services Business and Development Manager.
5.6 Quality Initiatives
If the organisation is to continue to improve the service to existing customers
and look to expand the client base it is vital that we demonstrate that we are
focussed on providing quality services.
Construction Services already have accreditation in the Services areas and
the intention is to develop quality across all disciplines of the Business.
Investors in People
Construction Services will be an integral part of Berneslai Homes bid to retain
IIP in 2008.
NICEIC Registration
The Electrical Services Section is already NICEIC registered (National
Inspection Council for Electrical Installation Contracting).
CORGI
The Gas Services Section is now CORGI (Confederation for the Registration
of Gas Installers) Certified. This is over and above the normal registration to
CORGI and Certification helps businesses who employ suppliers to identify
those that have had their operations, procedures and work assessed against
industry standards. We work extremely closely with CORGI on mentoring and
training of our Gas Service Engineers.
CITB
Supervisors employed in all areas will receive CITB (Construction Industry
Training Board) Training in Supervisory Competency.
CSCS
The aim over the next three years is to register all employees within
Construction Services for CSCS cards (Construction Skills Certification
Scheme)
- 20 -
Considerate Contractor
Construction Services are registered as a considerate contractor and we have
been nominated for an award following the successful completion of a Decent
Homes Scheme in Worsborough during 2007.
- 21 -
6.
Procurement of Other goods and services
Support services
Construction Services procures it support services in line with Best Value
principles. An ongoing programme of reviews is undertaken to ensure support
services continue to meet the needs and requirements of Construction
Services and provide Value for Money. This process can demonstrate a
number of positive outcomes over the last 12 months including:





The decision to set up an In-house Human Resources team from April
2008 to ensure that the service is focused on the delivery of our Human
Resources Strategy.
The negotiation of a value for money 2 year SLA with BMBC for the
provision of a Health & Safety, Emergency Resilience, Fire Safety and
Occupational Health Service for Berneslai Homes.
The establishment of a dedicated ICT helpdesk for Berneslai Homes
staff
Insurance training for staff to reduce future risks and manage claims
against us more successfully thereby reducing future insurance costs.
The agreement to arrange fitting of tracker units on all Berneslai
Homes vans to improve staff safety.
Service Level Agreements are set for periods of between one and three years
depending upon the outcome of that particular review. This has determined
the review timetable for 2008/09. Evidence files are produced and maintained
for each SLA Review. The achievement of improvements is monitored through
performance meetings.
The review timetable for 2008/09 is set out below:
Support Service
Lead Officer
Fleet
Commercial Manager
Management/Transport
Internal Audit
Director of Finance
Review end Date
30th October 2008
Stores
Building Cleaning
(Carlton Depot)
31st March 2009
31st March 2009
Procurement Manager
Procurement Manager
- 22 -
31st August 2008
7. FINANCIAL PLAN
Overview
At its current capacity Construction Services can deliver a turnover of around
£25M per annum. The present strategy is to maintain the organisation at its
current size in terms of management and permanent workforce. This will
require external work to be achieved to offset the projected shortfall between
the estimated future capacity of the organisation and the projected funding
available for work to Council dwellings. Shortfalls in workload are anticipated
from 2008/09 (£1.4M) increasing to £8.3M by the end of the planning period
(2010/11).
This generates a risk to the Company if external work cannot be secured.
On the other hand, if profitable external work can be secured it provides the
opportunity to make surpluses which can be reinvested in business efficiency
and services to tenants.
The Construction Services Manager will continue to monitor the position on an
ongoing basis and seek approval to amend the strategy, if necessary, to
mitigate the risk. The Construction Services Manager will also develop an
action plan setting out the proposed approach to securing external work.
An alternative strategy would be to manage a reduction in Construction
Services matching the resources available within the organisation to the
projected future workload. This is not proposed as the Director of Assets,
Regeneration and Construction and the Construction Services are confident
that under current market conditions profitable external work can be secured.
Reducing the size of the business would have the risk that economies of scale
would be lost.
A profit target of between 1% and 4% has been set within the Berneslai
Homes 2008/09 Delivery Plan. Any surplus generated will be available for
reinvestment in services to tenants, modernising the business or taking
forward the new build agenda.
- 23 –
Financial Projections
2008/9
£’000
2009/10
£’000
2010/11
£’000
Workload Available
1
Revenue Repairs &
Maintenance
9,574
9,180
9,402
2
Capital Programme
14,001
12,543
9,568
Total Workload
23,575
21,723
18,971
Workload Requirement
25,000
26,125
27,301
Shortfall
-1,425
-4,402
-8,330
3
Assumptions
Workload Requirement (line ref 3.)
The starting point is the current capacity of Construction Services to deliver a
turnover of £25M at 2008/09 prices.
Inflationary increase in costs
Costs have been projected forward taking into account inflation at 4.5%
Workload Available
Revenue Repairs (line ref. 1)
The total revenue repairs budget available is based upon the latest HRA
Financial Projections. Construction Services share is based upon the
estimated split in 2008/09.
Capital Plan (line ref. 2)
In 2008/09 & 2009/10 the assumed capital workload is based upon the
approved 2008/10 Capital Programme. In later years the assumed capital
workload is based upon current estimates of resources available.
- 24 –
Shortfall (line ref. 3)
To work at capacity in 2008/09 a workload of £25M is required. Current
identified workload is £23.6M leaving a shortfall of £1.4M which it is proposed
to bridge by securing external work. This shortfall increases to £8M over the
planning period.
Balance of Trades
The level of work available is only considered at a global level within the
financial plan. Trends in workload over trades and the action required to
match the workforce with the type of work anticipated to be available is
considered in the Human Resources Plan.
- 25 -
8 IT STRATEGY
Construction Services, as part of Berneslai Homes uses Barnsley Council’s IT
systems, networks and equipment through a service level agreement.
There has been significant changes to the Technology recently with the
implementation of the Council’s new integrated system SAP and the
introduction of Promobile (SAP2).
Promobile includes the introduction of hand held technology to the front line
staff has substantially reduced the need for manual paperwork as Timesheet
entries, job orders, job scheduling and job completions are now entered
straight onto the system through the hand held device. This has allowed
greater flexibility for working straight from home and reduce journey times and
abortive visits. This has reduced the need for three data input clerks,
improved the level of appointments that have been offered and kept and also
improved the level of performance with respect to gaining access for carrying
out annual Gas Services, (access level now exceeding 98%, at times over
99%).
Vehicle tracking devices ere fitted to 85.5% of vehicles by the end of 2007 and
this has allowed the Service Control Unit the facility to make best use of
resources and allow the scheduling of work to be more effective and efficient.
The workforce have work allocated to them in the area where they live, where
possible, and this reduces travel times and cost as well as reducing emissions
from the fleet. It also has the added benefit of reducing wear and tear and
maintenance costs of vehicles. These benefits will be monitored over the next
twelve months. The remaining 14.5% of vehicles will be fitted with tracking
devices during the next eighteen months.
Many of the system and service improvements including efficiency
improvements, which are detailed in this plan, are reliant upon the Council’s
successful delivery of ICT through the SLA.
Legislative Requirements
Construction Services follow the Berneslai Homes Strategy of developing our
approach to ICT to ensure that we work with the Council in meeting the
targets set by the Government through Implementing e-Government (IEG) as
well as the requirements concerning the management of information
contained within the Freedom of Information and Data Protection Acts.
Technological Developments
We will take into account the availability of new hardware, software and IT
services on the market and introduce a planned approach to the upgrade of
hardware and software in order to avoid obsolescence and ensure that the IT
we use is compatible with the systems of our partners. It will be important to
continue to look at future developments within the SAP Computer System to
increase effectiveness and there is a necessity for investment in all IT
systems as new technology becomes available.
- 26 -
The further development of the website will allow customers access to our
structure and give detailed information on the services that we provide.
During 2007 we have made resources available to procure and introduce an
Enterprise Content Management System that will provide electronic post and
the facility to store and manage electronic files and records. Business
processes will be reengineered in order to maximise the opportunities for the
introduction of up to date working practices and will lead to efficiencies in back
office functions as well as improving customer services.
- 27 -
9. COMMUNICATION AND MARKETING
9.1 Communication
Construction Services are committed to involving all stakeholders in shaping
future service delivery and good communications are essential in an
organisation of this size. The Core Brief is used to disseminate corporate
information to front line staff but Management have a remit to ensure that
there is two way communication at all levels. Each section of the organisation
has operational team meetings that have a common agenda. Important issues
including Health and Safety, Briefings and Performance Monitoring are
discussed and individuals are given responsibility for Action Points.
Staff attending meetings are encouraged to air their views and bring forward
ideas for improving the service. Front line staff participate in “Tool Box Talks”
and although this increases non-productive time it is an essential method of
involving everyone within the organisation.
Construction Services are now an integral part of Berneslai Homes and all
members of staff are invited to the annual staff conference.
9.2 Marketing
The recent restructure of Construction Services included the new post of
Business and Development Manager. This post was filled on 1st March 2008
and the post holder will be responsible for developing a Marketing Initiatives in
order to: a) ensure that the current and future needs of customer and other
stakeholders are fully understood and that the services provided reflect
these requirements.
b) maximise the opportunity to trade that will assist in making the
organisation more effective and efficient.
Proposed actions to promote these activities are: 
Set a target for new business.

Designated responsibility
Development Manager.

Carry out an annual consultation exercise with stakeholders to obtain
feedback on the services provided.

Regularly updating details of services available and inform existing and
potential customers of development.

Staff training and development to ensure the skills available match the
changing needs of customers.

Develop Partnerships with the private sector to maximise market
resources.
- 28 –
for
Marketing
to
the
Business
and

Involvement in the activities of trade and professional bodies to ensure
up-to-date knowledge of developments.

Monitor complaints and compliments and take necessary actions.

Formal Customer Care Training for all staff.

Formal Diversity Training for all staff.

Benchmarking with other similar service providers and sharing best
practices with partners etc.
- 29 -
POTENTIAL CUSTOMERS FOR BUSINESS DEVELOPMENT
Potential Customer
Assessment Assessment of
Implications for
of Work
Sustainability
Admin & Support
Volume
R & M to Existing RSL’s
Decent Homes work
In Neighbouring
Authorities
R & M in Neighbouring
Authorities & ALMO,s
Assessment of
Viability
Risk Rating
Medium
Potentially
Large
Long Term
Short to
Medium Term
Medium/High
High
Medium
Medium
Low
Low
Very Large
Regionally
High
Medium
Low
High/Very High
High
R & M Service to
Council Employees
Large
Longer Term
Maintenance
Possibilities
Long Term
Gas Servicing to
Council Employees
R & M Service to Ex
Local Authority
Homes/Private Owners
Gas Servicing to Ex
Local Authority Homes
Social Services
“Vulnerable” people
Local Authority Partners
Through PPP
Large
Long Term
High
Medium
High unless
deducted
through wages
High
Large
Long Term
High
Medium
High
Large
Long Term
High
Medium
High
Small
Long Term
Low
Medium
Low
Large in Short
Term
Medium in
Long Term
Construction
Short Term
Maintenance
Long Term
High, could be
reduced dependant
on type of contract
i.e. Insurance
Medium
Medium/High
Attractiveness
And
Comments
Already experienced
successful deliverer of Decent
Homes Work.
Already experienced
improving service deliverer
Requires ability to trade.
Potential impact on
structures
Would need an insurance
partner.
Requires ability to trade.
Potential impact on
structures
Would need an insurance
partner.
Requires research to
ascertain size market
Dependant on Private
Partners involved.
Potential Customer
Neighbouring
Authorities Public
Building Maintenance
Health Authority
Police Authority
Fire Authority
Water Authority
Diocese
Assessment
of Work
Volume
Assessment of
Sustainability
Implications for
Admin & Support
Assessment of
Viability
Risk Rating
Attractiveness
And
Comments
Medium/Large
Long Term
High
Low
High
Potentially
High
Potentially
High
Potentially
High
Potentially
High
Medium
Long Term
High
Medium
Low
Some Public Building Work is
specialist and could increase
risk.
Some Local Authorities have
lost DLO capacity
Requires Research
Long Term
High
Medium
Low
Requires Research
Long Term
High
Medium
Low
Requires Research
Long Term
High
Medium
Low
Requires Research
Long Term
High
Medium
Low
Requires Research
- 31 –
10. ORGANISATIONAL DEVELOPMENT AND HUMAN RESOURCES
STRATEGY
Construction Services recognises that the organisation must continue to
improve performance and attract new business if it is to develop successfully.
Over the past two years there have been a number of major operational and
cultural changes especially with the introduction of hand held technology and
the development of scheduling.
Construction Services currently employ staff, the majority being apprentice
served trades personnel who provide front line services to our customers. We
undertake an annual recruitment drive for apprentices based on the identified
business needs. Construction Services also work closely with schools and
training agencies. In the school year 2006/07 over 70 works experience
placements were accepted by Construction Services as well as 4 vocational
placements. Construction Services also assist schools with career panels and
training events. We have proactively been working with schools and colleges
in an attempt to attract more females into the industry as it is recognised that
they are grossly under represented nationally.
The company also offers placements to training agencies whose adult
learners require on the job experience and learning opportunities.
Our window factory is working in partnership with Moreland Plastics in an
attempt to provide placements for people who are disabled. This has meant
that adjustments have been made in the factory to ensure that it is compliant
under the Disability Discrimination Act.
The structure of Construction Services has been reviewed and changes made
following the transfer from Barnsley Council, however if the organisation is to
develop into a dynamic deliverer of front line services then change will be an
ongoing process.
When the Construction Industry is enjoying a high level of activity the retention
and recruitment of staff becomes difficult. Market forces have an effect on the
levels of wages offered by the Private Sector and whilst the terms and
condition of our employees are often superior to some other workers in the
industry it is recognised that are levels of pay are often low in comparison. It is
vital that the human resource policies and procedures must effectively support
staff if our aims and objectives are to be translated into improved services to
our customers.
Communication has been a weakness of the organisation and this is an area
that we will be concentrating on improving during 2008.
Berneslai Homes have a member of staff dedicated to Investors in People and
Construction Services are committed to achieving the standard.
Construction Services staff will be involved in staff induction and Personal
Development Reviews as well as attending regular “toolbox talks”:
- 32 –
Induction Process covering
 Organisational ‘welcome pack’ for new employees
 Managers check list of actions to prepare the environment for new starters
 Bi-monthly presentations to new starters by the Senior Management Team
Personal Development Reviews covering
 Review of job description against activities undertaken
 Mutual review of performance
 Setting of individual objectives in line with organisational and team goals
 Identification of training and development required, enabling individuals to
deliver a constantly improving service
Better communication and understanding between supervisors, teams and
individuals
Toolbox Talks
• Distribution of Core Team Brief
• Update on staffing matters and performance
• Communication in relation to changes of policies, procedures and legislation
• Opportunity for feedback from the frontline.
The priority for training in 2008/09 continues to be Apprentice Training, Health
and Safety and Development of the Management Team.
Management Development
The Management Training will build on the basic training completed in
2007/08 but will be tailored to the needs of the business and it will be linked to
the core competencies required for Berneslai Homes to meet their objectives.
There is a need for the development of Supervisors and Managers throughout
Construction Services in order to ensure we are providing an efficient effective
service and we have the capabilities to develop and change to the market
trends. The development over the twelve months will concentrate on change
management, performance management, managing budgets and motivational
skills. Training during that period will include:










Equality and Diversity
Motivation to succeed
Dynamic communication
Managing change
Solving problems
Positively resolving conflict
Getting the job done
Building a winning team
Financial Awareness Training
Managers and supervisors will be encouraged to study for professional
management qualifications, subject to availability of funding and
maintaining service delivery
- 33 -
Health and safety Training
Health and safety training will include bringing all of our Electricians up to date
with the latest regulations. The new 17th Edition Electrical Regulations came
into force in January 2008 and is obligatory to have training completed by July
2008.
Other Health and Safety training will include Asbestos Awareness. It is
essential that operatives who are carrying out repairs, maintenance and
refurbishment work can identify asbestos and avoid disturbing it or report its
location in order to have specialists carry out safe removal.
First Aid, Manual Handling, Needle stick and IOSH Health and Safety training
will all be programmed for 2008/09.
There will be a continuing need to carry out Mobile Technology training as the
equipment is updated and becomes more sophisticated. This wll be carried
out in-house as and when required.
We will continue to work closely with Boiler Manufacturers who will carry out
coaching and training when new boilers are introduced or when modifications
to existing appliances are made.
In 2008/09 Construction Services will be developing a strategy for introducing
Multi-Skilling to the front line workforce. The strategy will identified the training
needs and the costs will be built into future budgets.
Flexible Working
Flexible working gives us the opportunity to radically alter the way in which we
deliver our services, responding more quickly to customer demand and
expectations while offering employees greater opportunities to achieve a work
life balance.
Our Craft Workers currently have different terms and conditions of contract to
the rest of the staff as these are negotiated collectively on a national basis.
We will be working with the Trade Unions over the next twelve months in an
attempt to introduce a local agreement that will bring the terms and conditions
closer in line across the organisation.
Pay and Productivity
Management will continue to work with the Trade Unions to ensure that
customer service and value for money are top priorities for the organisation.
The Craft Workers are currently being paid on an incentive scheme that is
under review. The aim is to introduce a new scheme that will drive efficiencies
within the business, provide an incentive for individuals, will possibly link
payment to the company performance and will not be open to equal pay
claims.
- 34 -
10.1 Human Resource Plan including Retirements, Apprentices and
Natural Turnover
Trade
2008/09 2009/10 2010/11
Senior Management Team
Operational Management, Supervision &
Support
Service Control Unit
Purchasing, Contracts & Store
Commercial Support
Award Window Management & Support
Joiner
Plasterer
Bricklayer
Plumber
Electrician
Gas Service/Heating Eng
Solid Fuel Service
Roofer
Painter
Driver/Labourer
Upvc Factory
Window Fixers
Other
Trainees
5
21
5
21
5
21
12
13
16
6
51
21
30
24
13
23
2
11
9
14
9
10
2
32
12
13
16
6
52
20
28
24
16
35
2
9
8
18
9
10
1
23
12
13
16
6
53
19
26
24
19
37
2
6
8
18
9
10
1
23
Total
324
328
328
The majority of trainees completing their training by 2009/10 are Gas
Service/Heating Engineers. This, along with our intention to recruit in this
area, accounts for the increase of 12 staff in this discipline.
- 35 -
11. ASPIRATIONS
Diversification into Refurbishment Works for other Public sector Bodies.
Construction Services main strength lies in carrying out repairs and
maintenance and also refurbishment and adaptations. Whilst we have an
aspiration to move into the “new build” market we are already set up and able
to deliver repairs and refurbishment work. The new Business and
Development Manager will look into making contact with public sector
providers, such as the Health Service and the Police and Fire Authority and
we will proactively seek tenders in the local area.
Construction of new Social Housing
If Berneslai Homes are ever in the position that funding becomes available for
the building of new homes then Construction Services have the expertise and
the skills to assist in the process. Construction Services are also in a position
to tender for new build works that the Housing Associations may carry out.
Resources are also available to provide the complete Design and Build
package if that was required. This is an aspiration but we are also realistic
about our ability to compete with national developers who will be at the
forefront of providing this type of service. We would look to forge partnerships
with developers wherever possible.
- 36 -
BERNESLAI HOMES – ASSETT MANAGEMENT, REGENERATION AND CONSTRUCTION
APPENDIX 1
SERVICE BUSINESS PLAN 2008/09 – CONSTRUCTION SERVICES
Strategic Objective 1
Performance Target
: To deliver excellent Customer Services
:
Task
Increase performance so that it falls
between the Min and Max target on all
the 15 Incentivised Headline KPI’s in the
HSM arrangement.
Improve publicity, branding and
communication with customers
Lead Officer
Completion Date
G. Williams / R. Ward March 09
/ A. Davies
Increase performance towards the
targets set for non incentivised KPI’s
G. Williams / R. Ward March 09
/ A. Davies
G. Williams.
Sept 09
- 37 -
Milestones
In target zone for
each quarterly
performance report
in 08/09
New publicity, and
service branding
complete.
Status
To commence.
Improvement in
performance in
these areas
To commence.
Commenced.
BERNESLAI HOMES – ASSETT MANAGEMENT, REGENERATION AND CONSTRUCTION
SERVICE BUSINESS PLAN 2008/09 – CONSTRUCTION SERVICES
Strategic Objective 2
accessible to all.
Performance Target
: To continue to deliver sustainable communities which are safe, healthy and attractive neighbourhoods which are
:
Task
Improve re-cycling and waste
management including the development
of targets and benchmarks.
Lead Officer
G. Williams.
Completion Date
08/09
- 38 -
Milestones
Plan produced,
targets and
benchmarks set
May 08 Movement
to target May 08 to
March 09
Status
Commenced.
BERNESLAI HOMES – ASSETT MANAGEMENT, REGENERATION AND CONSTRUCTION
SERVICE BUSINESS PLAN 2008/09 – CONSTRUCTION SERVICES
Strategic Objective 3
Performance Target
: To actively contribute to and influence partnership working within Barnsley.
:
Task
Operate fully within the Housing Stock
Maintenance Partnership Performance
Payment Mechanism.
Increase Partnership working on Decent
Homes.
Lead Officer
G. Williams / A.
Davies
Completion Date
March 08
Milestones
Operational
G. Williams
08/09
Increase procurement from procurement
partnerships and frameworks e.g. South
Yorkshire Decent Homes Partnership,
Procurement for Housing or YPO, where
it will generate efficiency.
Increase public / private partnership
working with Inspace within the HSM
Partnership.
A. Davies
08/09
Partnerships in
Commenced.
place and business
secured
Increased efficiency Commenced.
G. Williams
08/09
- 39 -
Status
Commenced.
Increased efficiency Commenced
within the
arrangement
BERNESLAI HOMES – ASSETT MANAGEMENT, REGENERATION AND CONSTRUCTION
SERVICE BUSINESS PLAN 2008/09 – CONSTRUCTION SERVICES
Strategic Objective 4
Performance Target
: To be a successful well managed company
:
Task
Contribute to the HSM review and retender process.
Lead Officer
S. Davis / G.
Williams.
Completion Date
Sept 08
Carry out review of and implement new
Performance Related Pay scheme and
conditions of service. New scheme to be
linked to organisational performance,
workforce flexibility and the
encouragement of multi-skilling.
Gary Williams / A.
Davies.
Oct 08
Review and develop the Supply Chain,
including stores, sub contractor
partnerships and supplies procurement
including transport.
G. Williams / A
Davies
08/09
Milestones
Review completed
and approved
tender methodology
and documents
prepared, tender
process started.
First draft of
document setting
out methodology
March 08.
Consultation March
to June 08.
Implementation
August 08.
Review complete
with
recommendations
to board. May 08.
Implementation
thereafter.
Status
To commence.
To commence.
To commence.
Embed the current changes to the
structure.
G. Williams
08/09
Product Diversification – Window
Factory.
M. Ducker
08/09
Update Construction Services Three
Year Business Plan including Financial
Targets
G. Williams
March 08
Develop new business in line with 2006 /
10 Business Plan and its update.
Improve workforce diversity.
G. Williams /
08/09
G. Williams
08/09
Achieve a surplus of between 1 and 4%
G. Williams / A.
Davies
08/09
- 41 -
Improved business
performance and
staff satisfaction 08
09 year.
Identification of
Markets, Business
Plan and
Implementation.
June 08.
Present to board
Meet new financial
income targets for
08/09
New business in
08/09
Establish strategy
as part of New
Business plan.
Move towards
Berneslai Homes
workforce diversity
targets.
Commenced.
Out turn in 08/09
To commence.
Commenced
To commence
To commence
To commence